Topo centras

Business Development Manager

Otto's Organics

Co-Founder

Three Solutions

Responsibilities:
🔹Develop and execute strategies to drive Marketplace growth.
🔹Foster and maintain strong relationships with key partners to enhance collaboration and maximize opportunities.
🔹Proactively engage in business development activities, identifying new prospects and exploring 
 untapped markets.
🔹Monitor market trends and customer behavior to stay ahead of the competition and adapt strategies accordingly.

COO of 3.Solutions Marketplace

DO OK. Life-changing software services

Business Development Specialist

MeetFrank

Expansion Manager

Atea Eesti

*B2G & B2B IT sales
*200k€ avg. deal size (€12M+ total revenue) 
*Specialized in tenders and custom solutions.
*Key account growth and CRM, fueling substantial public sector revenue increases.

IT Sales Consultant

Elion Enterprises Ltd

Junior IT specialist

MicroLink Eesti

Sales Executive | €12M+ in Deals | Otto’s Organics Co-founder | Hardware Specialist | Open for New Opportunities

Co-founder and Sales Lead at Otto's Organics, a new-generation family business that sells organic and sustainable products. With over 10 years of experience in the information technology and services industry, I have a proven track record of generating €12M+ in deals, delivering solution selling, and managing tender offers.

My core competencies include sales metrics, technical sales, and consumer goods sales. I am passionate about creating positive social and environmental impact through innovative and ethical business practices. I co-founded Otto's Organics to offer high-quality and affordable products that support the health and well-being of our customers and the planet.

Rait Otto

I don’t just grow sales — I build systems that make growth inevitable.

With over 20 years of experience in sales, business development, and regional leadership, I’ve led growth initiatives that span industries and borders. From driving a 23% annual revenue increase through a large regional facilities-management takeover project, to ensuring 100% client retention during Telia’s market opening, to launching Sharewell’s entry into Poland and achieving 30% year-over-year growth — I’ve learned that results don’t happen by accident; they’re designed.

I lead by example — hands-on, curious, and obsessed with progress. Using design thinking and strategic discipline, I build systems that connect vision to execution. I believe every challenge has a solution, and that true leadership means creating the environment where people see it too.

Whether scaling international teams, entering new markets, or turning complex sales goals into clear, repeatable wins — I thrive where there’s ambition, complexity, and the freedom to build something that lasts.

Sten Kreisberg

I read The Five Dysfunctions of a Team recently (again), and it hit harder than I expected.
The first dysfunction is the absence of trust.
 And trust doesn’t come from perfection; it comes from vulnerability.
That got me thinking about courage.
 Not the loud, motivational kind.
 But the quiet kind that shows up in real life.
It’s the courage to say “I don’t know.”
 To admit “I was wrong.”
 To speak up when something isn’t right, even if it shakes the room a little.
For a long time, I mixed up courage with confidence.
 I thought being sure of yourself was the same as being brave.
 But they’re not.
Confidence is about how you appear.
 Courage is about what you choose to face.
I’ve seen teams that looked confident but stayed silent.
 And others that were unsure, but honest.
 Guess which ones built real trust?
Progress doesn’t start with confidence; it begins with honesty.
 And honesty takes more courage than confidence ever will.

Global Business & Sales Strategist | Architect of Growth & Customer-Centric Innovation

Are employees engaged?
 eNPS says yes.
 Really?
Look closer.
In one company, two managers sit side by side.
 Same role. Same pay. Same goals.
One likes, comments, and shares almost every company post.
 The other scrolls past without a single reaction.
On paper, both are “engaged.”
 In reality, one still feels a sense of connection. The other doesn’t.
Those small digital habits aren’t random.
 They’re signals of belonging.
Research shows employees who voluntarily share company content are:
 📊 37% more likely to stay longer
 📈 2x more likely to recommend their company as a great place to work
 💬 3.5x more likely to be rated top performers (Microsoft Viva, 2024)
So when the likes, shares, and comments stop, it’s rarely about social media.
 It’s about connection fading.
Disengagement doesn’t start with a resignation.
 It starts with small, visible shifts in behavior:
 1️⃣ E-mail response times slow down
 2️⃣ “We” turns into “they”
 3️⃣ Cameras stay off during e-meeting
 4️⃣ Optional calls are skipped
 5️⃣ Ideas stop coming
 6️⃣ Recognition fades
 7️⃣ Company posts go ignored
 8️⃣ Referrals disappear
 9️⃣ Language flattens
 🔟 Silence grows
These micro-signals tell the truth long before HR data does.
Dedication isn’t declared in surveys.
 It shows in daily actions.
The real question for leaders isn’t “How engaged are our people?”
 It’s “Are we noticing the signals before the silence?”

taplio

The Battle

Rait Otto

Sten Kreisberg

Followers

Posts

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Performance ScoreSten Kreisberg's LinkedIn Performance

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taplio

The Battle

Rait Otto

Sten Kreisberg

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Sten Kreisberg's LinkedIn Performance

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Performance ScoreSten Kreisberg's LinkedIn Performance